Andrey Mikhailovich Khorobrikh, born in 1973. Rinald Khamidullin headed the IT-"daughter" of "Lukoil". Council on Intellectual Property established in the Chamber of Commerce and Industry of the Russian Federation

03/04/2015, Wed, 19:03, Moscow, Text: Vladislav Meshcheryakov

After working a little longer than a year as IT Director of the FSS, Andrey Khorobrikh left his post. One of the notable results of his activities was the change of the main IT contractor.

The head of the IT department was fired at the Social Insurance Fund (FSS) Andrey Khorobrikh. This information was reported to CNews by a source familiar with the activities of the department, and then confirmed by the official representative of the FSS. According to the latter, Khorobrikh left the position of director of the department on February 23, 2015.

Four days before Khorobrikh's dismissal (February 19), the Department of Social Information Systems Development Projects he headed was renamed the Department of Information Technology and Information Protection.

Acting head of the updated IT department of the FSS was appointed Dmitry Karpov, who shortly before that became Khorobrykh's deputy. Andrey Khorobrikh himself took the position of advisor on a voluntary basis to the chairman of the FSS Andrey Kigim(works in the Fund since March 2013).

According to the representative of the Fund, the personnel change was regular, and all the tasks assigned to Khorobrikh were completed. In particular, "launched" (in pilot medical institutions in a number of regions - approx. CNews) and developed a new website, which will open in the near future.

Andrey Khorobrykh, after graduating from St. Petersburg State Technical University in 1999, worked in positions related to informatization in large companies: pulp and paper Ilim Pulp Enterprise, retail Lenta, AKB Svyaz Bank, Gazprom Neft and in the state corporation "Russian Technologies".

Rinald Khamidullin has been appointed CEO of Lukoil-Inform LLC, an IT subsidiary of PJSC Lukoil. Previously, this post was held by Andrei Khorobrikh.

The appointment of Rinald Khamidullin (pictured) to a new post was announced by Lukoil-Inform.

Rinald Khamidullin became the General Director of Lukoil-Inform, moving from the position of Head of the Information Technology Support Development Center of the Information Technology Support Department of PJSC Lukoil.

Recall that Rinald Khamidullin moved to Lukoil at the end of 2017, taking the above-mentioned post of head of the center for the development of information technology support of PJSC Lukoil. Prior to joining Lukoil, Rinald Khamidullin headed ITSK LLC, a subsidiary of Gazprom Neft PJSC, since 2011 (see ComNews news of December 13, 2017).

Previously, Andrey Khorobrikh was the general director of Lukoil-Inform. He took this post at the end of autumn 2016, and before that, among other things, he worked as an IT director at the Federal State Unitary Enterprise Russian Post and headed the information technology department at the Social Insurance Fund (see ComNews news of November 15, 2016).

Lukoil-Inform is a 100% subsidiary of Lukoil, which is the largest private oil company in Russia. "Lukoil-Inform" is engaged in information technology support for organizations that are part of the "Lukoil" group.

The key area of ​​information technology support for organizations of the Lukoil group is the direction "Integrated Control Systems". It includes the development and support of all centralized, industry and specialized information systems that support the operation of the group's enterprises: from intelligent solutions for exploration and production enterprises to a corporate management system for sales organizations. The central place among all systems is occupied by a global solution - an integrated management system (IMS).

MIS based on SAP solutions has been implemented in 118 organizations of the Lukoil group, the total number of users exceeds 18 thousand.

In addition, Lukoil-Inform, in the interests of the Lukoil Group, is engaged in the development, development and support of local information systems, production and process control systems, corporate information security, as well as the development and maintenance of telecommunications infrastructure in the Lukoil Group.

ComNews dossier

Rinald Khamidullin in 1996 received a degree in field development engineer from the University of Oil and Gas. THEM. Gubkin (then - the State Academy of Oil and Gas named after I.M. Gubkin). In 1996-1999 continued his studies at this industry university, completing it with a master's degree in the development of oil fields with multilateral wells.
He began his working career while still completing his studies at the university: from 1998 to 2004 he worked as a regional service manager at Halliburton. In 2004-2006 From 2006 to 2009, he worked at TNK-BP OJSC, being responsible for business information in the Upstream block. - in telecom and IT subsidiaries of TNK-BP. In 2009-2011 was the director of the department of metrology, automation, telecommunications and IT at TNK-BP Management OJSC. In August 2011, he headed ITSK LLC. Since December 1, 2017 - Head of the Center for the Development of Information Technology Support of the Department of Information Technology Support of PJSC Lukoil. In June 2018, he was appointed General Director of OOO Lukoil-Inform.

Author of a number of publications about IT in the fuel and energy complex. Conducts teaching work at the University of Oil and Gas. THEM. Gubkin. The creator of a number of industry-specific IT developments for oil companies, including the Mobile Operator software package, which in 2016 received the Runet award in the Technology and Innovation nomination. He has experience in managing industry innovation projects, R&D, R&D projects in the IT field.

Andrey Khorobrikh: IT service does not work chaotically - it is a built-in system

The notion that the only job of IT departments is to maintain personal computers and printers is more than common. Which, in principle, is quite understandable - most of us remember about "IT people" only by dialing the number of the technical support service. However, this view is somewhat misleading. Today, without IT, it is impossible to operate any production, especially such a complex one as oil, in a vertically integrated company, where the speed of information flow and accurate accounting are the most important components of efficiency. Andrey Khorobrikh, head of the division, talks about the work of the Department of Information Technology, Automation and Telecommunications of Gazprom Neft.

Interview with Igor Sviriz

The activities of the department are carried out in five directions. Service is one of them, of course, important, but still "one of".

The first direction is informatization. This is a complex business scheme that includes systems for accounting, financial analysis, logistics management, logistics, and fishing.

The second direction is the use and development of automated control systems for technological processes and equipment, namely the APCS unit. He manages the technological cycles of production.

The third direction is infrastructural. These are data processing centers, communication channels, computers themselves, and so on. The fourth direction is metrology. The centralization of this function in our department allows us to avoid conflicts between measuring equipment and process control systems, to unify the requirements and standards of metrological accounting and support throughout the company. In addition, metrological information is subject to special requirements from government regulatory authorities, which we must comply with. Centralization of compliance with all regulatory state acts and procedures is also our task. Probably, few people know that the chief metrologist represents the company in the Ministry of Energy, where instructions are being developed for oil accounting for the entire state. And our proposals in this document are taken into account.

Well, the fifth direction is just service maintenance of workplaces, other office equipment. The process is also not as easy as it seems. First of all, I note that it is quite expensive. Throughout the entire perimeter of the company, we spend about 1 billion rubles a year on service maintenance. Service maintenance consists of a set of services, each of which, in turn, contains a certain set of elementary works. This work requires constant monitoring, and the final amount of costs depends very much on its correct alignment. It is on a clear organization of the management process that we hope to save about 5% of the total budget for services.

- What is the scope of the department's activities?

We centralize the functional management of all IT departments and IT customer services in our enterprises. These are Noyabrskneftegaz, Khantos, Vostok, ONPZ, NIS, this is a regional sales unit, as well as our specialized enterprises Aero, Bunker, oils and so on. And each enterprise has a huge share of the IT component. For example, at the recently bought oil plant in Bari, its former owner Chevron, leaving, took off all the software, removed all the infrastructure facilities. In just a week, we installed our corporate program, ensured the functioning of the plant, set up a system of financial and economic accounting, and organized postal communication with the central office. This was especially noted by the management of the logistics, processing and marketing unit of the company.

- Speaking about the perimeter of activity, you mentioned Serbia and Italy. Does the scheme of work from the point of view of the IT system abroad somehow differ from the Russian one?

In fact, there is practically no difference. Of course, specialization and country issues are present, but these are not determining factors. For example, in Italy the plant is not large - the main task there was the correct accounting of the work of production and the system of shipments. At NIS, the complexity is of a different nature, as it is a vertically integrated company. This means that the main thing is the integration and coordination of IT functions with each other. And so everything works according to the same scheme as in Russia, and clearly fits into our strategy.

- What is this strategy?

It is important to understand here that the IT service does not live by itself in a company. In December last year, on the Board of Directors, we defended the development strategy until 2020. It covers all areas of work, and, most importantly, within its framework, we get the opportunity to correctly fit disparate projects into a whole picture, understanding how they are linked to each other. Figuratively speaking, a strategy can be compared to a puzzle in which individual projects are individual elements. By implementing one of these project-elements, we have an absolutely clear idea of ​​how it will be connected with the others. For example, how information will move from a gun inserted into the tank of a car at a gas station to a system for budgeting and monitoring financial results here at the parent company. The IT service does not work chaotically, it is an absolutely well-organized system that has its own strategy and its own governing bodies.

- What should the company's IT system achieve in the end, that is, in 2020?

As a result, we plan to come to the minimization of manual input of primary information, that is, in technological processes it will be generated from sensors, transferred to automatic collection and processing systems, and then transferred from industrial systems to our SAP corporate finance system to analyze the execution of business plans.

- These are the general goals of implementing the strategy. Let's now talk about those projects-elements of the puzzle-strategy that make up the overall picture...

The whole strategy is divided into two blocks: informatization and automation. Informatization is, for the most part, a system for managing financial performance and planning. In turn, this block consists of accounting, planning, inventory management, logistics and production optimization systems. Due to informatization, a business should optimize its work, which, in fact, is the main function of IT: the introduction of tools that will allow, through data analysis, to reduce the cost of the main production or earn more. One of the projects of the informatization block is the introduction of an accounting system. Such a SAP-based system has already been put into commercial operation at the holding's last enterprise within the framework of the project - Gazpromneft-Noyabrskneftegaz. The rest of the subsidiaries and affiliates have already been automated, the process of finalizing the system is underway there. This project is extremely important, as work is built around accounting in such areas as inventory management, finished product flow management, treasury management, and business planning. Further, the development of informatization will go in the direction of logistics management, and for all modes of transport: pipelines, railways, maritime transport, road transport. We are talking about finished products and material and technical resources. In addition, we are now fine-tuning the material and technical resource management system in Noyabrsk and are starting to replicate it in Khanty-Mansiysk and Tomsk. I also consider the launch of the SAP HR system in the company as our common breakthrough. This is the management of all human resources, including payroll. Now we will implement this system at the Gazpromneft-Khantos enterprise.

- What about the second block - automation?

For this direction, the last year was quite difficult. However, we have taken a big step forward by introducing a system for recording oil and gas production. Now the situation is analyzed promptly - operational reports are formed every two hours, weekly full reports are received by the company's management, including the general director. At the same time, we organized a system for the rapid generation of reports for government agencies. Four standards have been developed and implemented for all enterprises of the holding: for project management, for service maintenance, for selecting contractors and for information and technical support. In refining, for the first time in the history of the company, together with the department of oil refining, we took a comprehensive approach to the technical improvement of the entire unit. Using the ONPZ as an example, we prepared a master plan for the technical re-equipment of the plant, which is designed for five years, with a budget of 5 billion rubles. At the first stage of its implementation, we began to introduce a system for commercial accounting of the shipment of finished products and the modernization of diesel hydrotreating units. We are going to develop exactly the same plan for the exploration and production block. I will make a reservation that this plan is not mandatory for detailed execution - this is an ideal comprehensive program of action. Each project within the framework of the master plan will go through the investment committee, which must determine how profitable and priority its implementation is at the moment.

- Is there any information about how actively the IT-direction is developing in other Russian oil companies and how do we look against their background in this respect?

Objectively, back in 2008 we were in one of the last places in terms of IT development. Companies such as TNK and LUKOIL were ahead of us in terms of the level of informatization and automation simply because they started this work much earlier. But in 2008 we made a colossal leap. A dozen and a half projects in the field of SAP, five major projects in the field of automated process control systems and metrology have been implemented, standard technical specifications for the automation of tank farms and gas stations have been developed. We assisted the regional sales department in transferring the fuel card system from the old technology to the modern one, which makes it possible to use cards in the loyalty system in the future. Due to all this, at the moment, at least in terms of dynamics, we are ahead of absolutely all oil companies in the IT segment. I think that we are the best now in terms of a systematic approach to the issue. We have a very clear idea of ​​the development strategy, we have working bodies for the implementation of this strategy, a working system of control over the use of the budget, well-functioning IT departments and customer services, and, most importantly, we have, in my opinion, the best business customers in the industry. We have done a lot of work on the organization of service maintenance. Having created a subsidiary - ITSK, we set up the work of the enterprise in an unprecedentedly short time, in just a year, without a failure in service maintenance, and entered the mode of ordering services. The cost of services under the development plan will be managed starting from 2010.

- A serious problem faced by IT services of almost all companies is a personnel problem. How are things going with this at Gazprom Neft?

Yes, perhaps, the personnel problem is the main one for everyone. It is very difficult to find specialists who know how not only to maintain hardware, but to work with complex intelligent systems, and who understand the benefits for business from using these systems. But in fact, the problem lies elsewhere. People have little experience of working in a geographically distributed team. Previously, enterprises were quite local, self-contained. Now we are building a normal strategy execution vertical, a vertical of IT departments and a vertical of IT managers who understand the tasks they face and properly optimize their activities. I think that by the middle of next year the mechanism will work. The team is being formed, and the people who occupy leadership positions in our block absolutely meet all the requirements for them and are ready for changes.

General Director of OOO LUKOIL-INFORM

All of our projects, both those that are already in operation and those that we are planning to implement, are aimed at creating the most efficient and modern information technology environment for the enterprises of the LUKOIL Group

The strategic goal is a set of local tasks that must be solved, and LUKOIL-INFORM is a structure that provides management decisions and provides the required tools for solving these tasks to the largest vertically integrated energy company in Russia and the world, LUKOIL. Andrey Khorobrykh, Director General of OOO LUKOIL-INFORM, talks about the role and place of LUKOIL-INFORM in the business of LUKOIL.

25 years for an IT enterprise is a long time. Andrey Mikhailovich, what goals were set for LUKOIL-INFORM at the first stages of development?

The creation of the limited liability company "LUKOIL-INFORM" was due to the need for the then young company "LUKOIL" to build an automated communication system that would unite all enterprises located geographically in different regions of the Russian Federation. The company understood that effective management of all business segments, timely receipt of reliable information, and rapid response can only be ensured with the help of modern telecommunications. It was to solve these problems that LUKOIL-INFORM was formed in 1993. In the first years of the company's operation, a geographically ramified modern telecommunications network was deployed with a center in Moscow, which was called LUKNET, and by 1997 LUKNET covered 35 subjects of the Federation in which LUKOIL Group organizations carried out their activities. Of course, this was a test of capacity, and LUKOIL-INFORM successfully completed the task set by the business.

The debugged sensors - accuracy of indications.

Today, our organization develops, implements and maintains information systems (IS), process and production control systems (APCS), is responsible for ensuring corporate information security, development and operation of the telecommunications infrastructure of the LUKOIL Group.

How have relations with the parent company been built during these years? Did you propose new IT solutions or did LUKOIL set the tone for innovative solutions?

Without the use of modern IT technologies it is impossible to be - and even be called! - a dynamically developing international energy company. LUKOIL-INFORM, in fact, is an integral element of the core business of the LUKOIL Group, concentrating all the necessary IT competencies. LUKOIL-INFORM does not fulfill the tasks of a developer of individual information systems, but implements the company's policy of introducing modern information technologies and creating a unified information space of the LUKOIL Group. The company's plans are very ambitious - huge investments are directed to the development of new fields, to maintaining and increasing production at existing fields, to processing, the sales network of LUKOIL is rapidly developing, industries new to LUKOIL - energy, alternative energy. Virtually no investment project in these business segments can be implemented without the use of production management systems and information technology. Therefore, in all investment programs of the LUKOIL Group, we see all our work as a separate line, we plan it, include it in the business plan and in our own investment program.

Preparing equipment for videoconferencing.

LUKOIL is effectively developing its business, and information technology is one of the main tools that should ensure this development. We were one of the first in the world to create a system that combined all technologies related to the collection, processing and storage of information, both in terms of telecommunications assets associated with information systems, with computers, and in terms of projects to automate technological processes at LUKOIL enterprises .

The creation and development of the Integrated Management Systems (IMS) of the LUKOIL Group has led to a single standard and the correct organization of colossal information flows circulating between enterprises engaged in oil production and refining, the sale of petroleum products, power generation, and other activities, and the LUKOIL Corporate Center ". Integrated systems have been implemented in more than 150 organizations of the LUKOIL Group, they are used by about 18,000 employees of the company.

We have built large industrial Data Processing Centers (DPCs), which many companies like LUKOIL still do not have. In April 2017, the company completed the relocation of the backup Russian Data Center to a site with a TIER III reliability level and combined this process with updating the equipment fleet, reorganizing inter-data transmission channels and optimizing the placement of computing resources, which made it possible to create a fault-tolerant configuration of Data Processing Centers. The 99.982% reliability level provided by the TIER III certification allows you to carry out preventive maintenance without the need to shut down the data center.

In addition, we took an active part in a new project for the company - improving the management system based on the description and analysis of business processes. This was a new area both for us and for the business, but it was in this project that information technology gave a good effect both in terms of ease of use of such solutions, and in terms of keeping all information up to date.

All of the above, obviously, would not have been possible if the company did not pay due attention to the development of information technology.

And it should be noted especially that all strategic decisions in the field of information technology in the LUKOIL Group are made by the IT Information Committee, which is personally headed by the company's president Vagit Yusufovich Alekperov.

- LUKOIL-INFORM is a network of branches in the regions where the company operates. What tasks do you set for them? How are relations with local customers developing?

Seven branches of LUKOIL-INFORM are located in the main regions where LUKOIL operates. In them, we directly interact with specialists who are responsible for technological and business processes in the Group's organizations. Modern information technologies are used in almost all areas of business, and it is impossible to separate them from business activities. It is absolutely obvious to us that the success of the creation and effective use of information systems depends on the interaction of people who understand information technology and people who understand the features of business technology or production technology.

Central Dispatch Department of PJSC LUKOIL.

The task of each branch is to plan and implement a full range of necessary measures aimed at ensuring accident-free, uninterrupted and uninterrupted technological processes. We attach great importance to the quality of infrastructure services - these are telephone communications, e-mail, a personal computer with a set of software and telecommunications tools necessary for performing business functions, and information security.

Some regions are experimental sites, each in its own way.

Perm is a historical leader in integrated management systems, where specialists are concentrated who have been and are developing systems for oil refining and marketing enterprises. We have a strong team of specialists who provide production planning projects in Nizhny Novgorod, in Kstovo. Services located in Western Siberia, in Komi, in Astrakhan, support complex projects in the field of oil production - the development of gas fields in Yugra and Yamal. We are strengthening our presence in the Astrakhan region, in the Northern Caspian region. There, LUKOIL is now actively developing its offshore projects, construction of onshore facilities is underway. And we understand that for all these projects, timely and high-quality provision of IT services is necessary.

- LUKOIL-INFORM has gone through a serious transformation in recent years. Can we already talk about the effectiveness or advantages of organizing work within the framework of the new model?

I would say not "survived", but "survives". The tasks that were set for the enterprise at the beginning of the reorganization differ in many respects from those that we are solving today. It is possible that at that time they were justified and seemed correct. But time has shown that past decisions should be corrected, and in some issues completely changed.

The process of signing a document with an electronic signature.

Now the whole world is on the verge of digital transformation, processes are changing, life is changing. This is a reality that requires us to completely reconsider our approach to working with a customer.

We have grandiose plans, and we are already taking the first steps in this direction: we have abandoned the uncontested choice of a contractor, and we are seriously engaged in the return of competencies.

We started creating the Engineering and Technical Support and Supervising Service. We are confident that the creation of such a service will multiply the efficiency of project management and help us coordinate and control the work of contractors.

Now the electronic document management system is going through the stage of industrial operation in the parent company. This is an example that demonstrates how information technology leads to a fundamental reorganization of the business process. We convert the entire process of document flow into electronic form, from its creation to approval with an electronic signature. Now the preparation of even a paper document takes 4 hours, and an electronic document management will take 10 minutes; it takes 6 days to transfer documents to a counterparty, and 1 minute in electronic form. The effects of the introduction of this system are obvious. Next year, we hope that we will start its distribution to all organizations of the LUKOIL Group. And in the future, we will move on to electronic document management with external service providers for the Group's organizations.

We have begun to implement another important project in the company: the transition from 2018 to a new tax administration regime - tax control in the tax monitoring regime - “Tax Monitoring. Data mart. The implementation of this project will reduce the paperwork and bring LUKOIL to a new level of interaction with the tax authorities, will allow it to receive public and official recognition as a conscientious and responsible taxpayer that conducts a transparent and reliable business.

All of our projects, both those that are already in operation and those that we are planning to implement, are aimed at creating the most efficient and modern information technology environment for the enterprises of the LUKOIL Group.